The Discipline, Shown.
Problem. Proof. Project.
Every Lean plant measures takt time. Almost none measures Takt Profit. These films take the ideas of Strategic Kaizen to the production flow in three formats: the question every plant faces, the numbers that prove the answer, and the real project that delivers the profit — specified before the improvement begins.
One question every plant faces. The traditional answer — and the Strategic Kaizen answer. Short enough to watch between two meetings.
Watch the problems B Proof · The numbers The numbers. With the source.Every figure on screen is traced to the book, the figure and the page. No claim without its source — check it yourself.
See the proof C Project · Designed twice The project. Profit specified first.One Strategic Kaizen project at a time: the operational target and the financial target, set before the project begins — and what was delivered.
Inside the projectsThe complete film
For decades, management has looked at the flow from every angle — Value Stream Mapping, TPS, Theory of Constraints, TPM, WCM, Kaizen, Hoshin Kanri, budgeting, cost accounting. All necessary. Yet none asks one question: how much profit must every minute generate?
The plant on time and still short of profit. The profit bottleneck revealed by the cost of losses and waste. Takt Profit as the missing signal. KAIZENshiro budgeted before improvement begins. Profit is no longer what is left over. It is designed.
Takt time tells the factory what speed to run.
But who tells the factory how much profit must be generated at that speed?
Nobody. That missing signal is Takt Profit.